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At the end of my life, is it better to say that I empowered people to make great stuff, or that I died with a net worth of $10 billion? Obviously I'm picking the former, although I would not mind both.
Guy Kawasaki
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Guy Kawasaki
Age: 70
Born: 1954
Born: August 30
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Businessperson
Entrepreneur
Evangelism Marketing
Marketing
Merchant
Silicon Valley
Honolulu
Hawaii
Guy Takeo Kawasaki
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Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.
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At the end of my life, I want to say that I made the world a better place because I raised good children, loved my wife, and empowered entrepreneurs. If I do these things, then I can rest knowing that I made the world a better place.
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And this is the beginning of the end.
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Organizations are successful because of good implementation,not good business plans.
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The essence of evangelism is to passionately show people how you can make history together.
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If you start out to solely make money, you will attract the wrong kind of employees.
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Ideas are easy. Implementation is hard.
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Companies can add value and simultaneously promote themselves if their product or service truly improves the lives of their customers. I mean really improve lives, not wishful thinking, rationalization. That's the acid test.
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If you're in enough places at enough times, then some of them are bound to be the right ones.
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Companies should always want to delight their customers.
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I don't need the rush to be happy. I'd be perfectly happy without the attention and action.
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People are free or cheap. Marketing: using Twitter or blogs. Cheap or free. Infrastructure: call up Amazon, call up Rackspace, terabytes of data in the clouds, thousand dollars, two thousand dollars.
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Every person has the ability to improve the life of someone else.
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Enchantment can be done with writing but I think enchantment is basically a prospective or an operating system for life. That you can enchant a person who is assigning your airplane seat, your hotel room, your waiter, your waitress.
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Create something, sell it, make it better, sell it some more and then create something that obsoletes what you used to make.
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Look back to the old days: people bought an MS DOS machine and struggled with it for weeks to bring it up to speed. Then Apple created Macintosh, struggled a bit with it, but eventually succeeded. Then it went into other businesses. If your company truly wants to change the world, it would make these problems go away for customers.
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Luck favors the people who are willing to grind it out.
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When you’ve worked hard and done well and walked through that doorway of opportunity, you do not slam it shut behind you.
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Original visions are often wrong. Companies have to morph as they learn what customers don't want.
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